简介
Summary:
Publisher Summary 1
In 16 chapters, this text introduces readers to the key debates in the field of human resources development and offers steps for organizational implementation of many of the most important ideas. McGuire (human resource development, Queen Margaret University, Scotland) and Jorgensen (education, learning, and philosophy, Aalborg University, Denmark) author or co-author 14 of the text's 16 chapters exploring the most significant research across various disciplinary areas within the field. Chapter topics include subjects like: assessing the effectiveness of training solutions, human resource accounting, and leadership development. Each chapter begins with a bulleted list of chapter objectives meant to highlight the major issues in that area and ends with a set of discussion questions designed to reinforce key lessons and prompt further reflection. Students and human resources professionals will find this text to be an accessible introduction to the scholarly study of human resources theory. Annotation 漏2011 Book News, Inc., Portland, OR (booknews.com)
Publisher Summary 2
This book aims to encourage students and academics out of their comfort zones by offering the first comprehensive overview that encompasses all the constituent components of HRD, allowing the reader to clearly separate concepts within the field and provide a meaningful basis for detailed discussion and debate. This book serves as a comprehensive introductory text to the field of HRD, as well as an ideal platform for a more in-depth advanced study of the field. It is an invaluable resource for students of HRD, or any reader interested in how HRD can play a major role in oiling the gears of innovation within an organization.
目录
Table Of Contents:
Tables and Figures x
Contributors xi
Acknowledgements xiv
Preface xv
1 Foundations of Human Resource Development 1(11)
David McGuire
Chapter objectives 1(1)
Introduction 1(1)
Defining HRD 2(4)
Disciplinary origins of HRD 6(1)
Practical aspects 7(1)
Criticisms levelled at the field of HRD 8(1)
Arriving at a critical understanding of HRD 9(1)
Conclusions 10(1)
Discussion questions 11(1)
2 Assessing the Effectiveness of Training Solutions 12(12)
David McGuire
Chapter Objectives 12(1)
Introduction 12(1)
Learning theories 13(1)
Knowledge/skills mix 14(2)
Training transferability 16(2)
Degree of learner interaction 18(1)
Locus of initiation 19(1)
Degree of reflection 20(1)
Cost 21(1)
Conclusions 21(2)
Discussion questions 23(1)
3 Evaluating Training Outcomes 24(11)
David McGuire
Chapter objectives 24(1)
Introduction 24(2)
Examining evaluation in ontological and epistemological terms 26(1)
Getting to grips with evaluation - Kirkpatrick and other models 27(2)
Benchmarking 29(1)
Balanced scorecard 30(2)
Conclusions 32(1)
Discussion questions 33(2)
4 Performance Management and HRD 35(9)
David McGuire
Chapter objectives 35(1)
Introduction 35(1)
Strategic HRD 36(2)
The role of line managers in performance management and employee development 38(1)
Developmental relationships: coaching, mentoring and employee counselling 39(2)
The role of leadership in performance management 41(1)
Conclusions 42(1)
Discussion questions 43(1)
5 Human Resource Accounting 44(11)
Peter Cleary
Chapter objectives 44(1)
Introduction 44(1)
Human resource accounting 45(1)
Financial accounting and financial reporting 46(4)
Management accounting 50(2)
The future 52(2)
Discussion questions 54(1)
6 Creativity and HRD 55(9)
Robin S. Grenier
David McGuire
Chapter objectives 55(1)
Introduction 55(1)
Definitional issues 56(1)
A multi-factorial apprach to examining creativity 57(5)
Conclusions 62(1)
Discussion questions 63(1)
7 Adult Learning Theories 64(15)
David McGuire
Chapter objectives 64(1)
Introduction 64(1)
Cognitivist theories of learning 65(2)
Behaviourist theories of learning 67(1)
Social learning theory 68(1)
Humanist theories of learning 69(1)
Experiential learning theory 70(2)
Critical reflection 72(4)
Conclusions 76(2)
Discussion questions 78(1)
8 Workplace Learning and HRD 79(18)
Ulla Thøgersen
Kenneth Mølbjerg Jørgensen
Chapter objectives 79(1)
Introduction 79(1)
Theory at work - lessons from practice 80(1)
Case study: The Metal Works Factory 81(2)
The research field on workplace learning 83(3)
Learning through the practice of work 86(2)
John Dewey's pragmatism 88(3)
Tacit knowing 91(4)
Conclusions 95(1)
Discussion questions 96(1)
9 Organisational Learning and HRD 97(19)
Kenneth Mølbjerg Jørgensen
Chapter objectives 97(1)
Introduction 97(1)
Theory at work - lessons from practice 98(4)
OL as designed dialogues 102(2)
OL discourse 104(2)
Review of Argyris and Argyris and Schon's systemic approach to OL 106(4)
Communities-of-practice and HRD 110(4)
Conclusions 114(1)
Discussion questions 115(1)
10 Organisational Development and HRD 116(13)
Lars Bo Henriksen
Dorte Sveistrup
Hanne T. Andersen
Chapter objectives 116(1)
Introduction 116(1)
Organisation culture - background 117(1)
Organisation culture defined 117(2)
A narrative/theory of reality approach to organisation culture 119(2)
Organisation Culture - The story of TAX 121(1)
The Consultants' first encounter 122(2)
Real problems in TAX 124(1)
Consultants' second encounter 125(1)
Conclusions 126(2)
Discussion questions 128(1)
11 Identity and HRD 129(12)
Kenneth Mølbjerg Jørgensen
Lars Bo Henriksen
Chapter objectives 129(1)
Introduction 129(1)
Social Construction of reality 130(3)
Identity as living storytelling 133(4)
Living storytelling and HRD 137(2)
Conclusions 139(1)
Discussion questions 140(1)
12 Futures and Strategic Learning - Strategy Narrative and Storytelling 141(18)
Kenneth Mølbjerg Jørgensen
Chapter objectives 141(1)
Introduction 141(3)
Narrative, strategy and learning 144(4)
Storytelling, strategy and narrative 148(3)
Theory at work - lessons from practice 151(2)
Storytelling methods for strategic HRD 153(5)
Discussion questions 158(1)
13 Leadership Development 159(13)
David McGuire
Chapter objectives 159(1)
Introduction 159(1)
An integrated framework for linking leadership theories and developmental interventions 160(8)
Conclusions 168(3)
Discussion questions 171(1)
14 Diversity and HRD 172(9)
David McGuire
Chapter objectives 172(1)
Introduction 172(1)
Diversity training 173(1)
Gender and the workplace 174(2)
Race and the workplace 176(2)
Sexuality and the workplace 178(1)
Conclusions 179(1)
Discussion questions 180(1)
15 International HRD 181(13)
David McGuire
Chapter objectives 181(1)
Introduction 181(1)
Constructing an international HRD framework 182(5)
The multi-domestic organisation 187(1)
The international organisation 188(1)
The multinational organisation 189(2)
The transnational organisation 191(1)
Conclusions 192(1)
Discussion questions 193(1)
16 Reflections on HRD 194(6)
David McGuire
Chapter objectives 194(1)
Introduction 194(1)
Six grand HRD narratives 195(1)
A vision of HRD 196(3)
Discussion questions 199(1)
References 200(36)
Index 236
Tables and Figures x
Contributors xi
Acknowledgements xiv
Preface xv
1 Foundations of Human Resource Development 1(11)
David McGuire
Chapter objectives 1(1)
Introduction 1(1)
Defining HRD 2(4)
Disciplinary origins of HRD 6(1)
Practical aspects 7(1)
Criticisms levelled at the field of HRD 8(1)
Arriving at a critical understanding of HRD 9(1)
Conclusions 10(1)
Discussion questions 11(1)
2 Assessing the Effectiveness of Training Solutions 12(12)
David McGuire
Chapter Objectives 12(1)
Introduction 12(1)
Learning theories 13(1)
Knowledge/skills mix 14(2)
Training transferability 16(2)
Degree of learner interaction 18(1)
Locus of initiation 19(1)
Degree of reflection 20(1)
Cost 21(1)
Conclusions 21(2)
Discussion questions 23(1)
3 Evaluating Training Outcomes 24(11)
David McGuire
Chapter objectives 24(1)
Introduction 24(2)
Examining evaluation in ontological and epistemological terms 26(1)
Getting to grips with evaluation - Kirkpatrick and other models 27(2)
Benchmarking 29(1)
Balanced scorecard 30(2)
Conclusions 32(1)
Discussion questions 33(2)
4 Performance Management and HRD 35(9)
David McGuire
Chapter objectives 35(1)
Introduction 35(1)
Strategic HRD 36(2)
The role of line managers in performance management and employee development 38(1)
Developmental relationships: coaching, mentoring and employee counselling 39(2)
The role of leadership in performance management 41(1)
Conclusions 42(1)
Discussion questions 43(1)
5 Human Resource Accounting 44(11)
Peter Cleary
Chapter objectives 44(1)
Introduction 44(1)
Human resource accounting 45(1)
Financial accounting and financial reporting 46(4)
Management accounting 50(2)
The future 52(2)
Discussion questions 54(1)
6 Creativity and HRD 55(9)
Robin S. Grenier
David McGuire
Chapter objectives 55(1)
Introduction 55(1)
Definitional issues 56(1)
A multi-factorial apprach to examining creativity 57(5)
Conclusions 62(1)
Discussion questions 63(1)
7 Adult Learning Theories 64(15)
David McGuire
Chapter objectives 64(1)
Introduction 64(1)
Cognitivist theories of learning 65(2)
Behaviourist theories of learning 67(1)
Social learning theory 68(1)
Humanist theories of learning 69(1)
Experiential learning theory 70(2)
Critical reflection 72(4)
Conclusions 76(2)
Discussion questions 78(1)
8 Workplace Learning and HRD 79(18)
Ulla Thøgersen
Kenneth Mølbjerg Jørgensen
Chapter objectives 79(1)
Introduction 79(1)
Theory at work - lessons from practice 80(1)
Case study: The Metal Works Factory 81(2)
The research field on workplace learning 83(3)
Learning through the practice of work 86(2)
John Dewey's pragmatism 88(3)
Tacit knowing 91(4)
Conclusions 95(1)
Discussion questions 96(1)
9 Organisational Learning and HRD 97(19)
Kenneth Mølbjerg Jørgensen
Chapter objectives 97(1)
Introduction 97(1)
Theory at work - lessons from practice 98(4)
OL as designed dialogues 102(2)
OL discourse 104(2)
Review of Argyris and Argyris and Schon's systemic approach to OL 106(4)
Communities-of-practice and HRD 110(4)
Conclusions 114(1)
Discussion questions 115(1)
10 Organisational Development and HRD 116(13)
Lars Bo Henriksen
Dorte Sveistrup
Hanne T. Andersen
Chapter objectives 116(1)
Introduction 116(1)
Organisation culture - background 117(1)
Organisation culture defined 117(2)
A narrative/theory of reality approach to organisation culture 119(2)
Organisation Culture - The story of TAX 121(1)
The Consultants' first encounter 122(2)
Real problems in TAX 124(1)
Consultants' second encounter 125(1)
Conclusions 126(2)
Discussion questions 128(1)
11 Identity and HRD 129(12)
Kenneth Mølbjerg Jørgensen
Lars Bo Henriksen
Chapter objectives 129(1)
Introduction 129(1)
Social Construction of reality 130(3)
Identity as living storytelling 133(4)
Living storytelling and HRD 137(2)
Conclusions 139(1)
Discussion questions 140(1)
12 Futures and Strategic Learning - Strategy Narrative and Storytelling 141(18)
Kenneth Mølbjerg Jørgensen
Chapter objectives 141(1)
Introduction 141(3)
Narrative, strategy and learning 144(4)
Storytelling, strategy and narrative 148(3)
Theory at work - lessons from practice 151(2)
Storytelling methods for strategic HRD 153(5)
Discussion questions 158(1)
13 Leadership Development 159(13)
David McGuire
Chapter objectives 159(1)
Introduction 159(1)
An integrated framework for linking leadership theories and developmental interventions 160(8)
Conclusions 168(3)
Discussion questions 171(1)
14 Diversity and HRD 172(9)
David McGuire
Chapter objectives 172(1)
Introduction 172(1)
Diversity training 173(1)
Gender and the workplace 174(2)
Race and the workplace 176(2)
Sexuality and the workplace 178(1)
Conclusions 179(1)
Discussion questions 180(1)
15 International HRD 181(13)
David McGuire
Chapter objectives 181(1)
Introduction 181(1)
Constructing an international HRD framework 182(5)
The multi-domestic organisation 187(1)
The international organisation 188(1)
The multinational organisation 189(2)
The transnational organisation 191(1)
Conclusions 192(1)
Discussion questions 193(1)
16 Reflections on HRD 194(6)
David McGuire
Chapter objectives 194(1)
Introduction 194(1)
Six grand HRD narratives 195(1)
A vision of HRD 196(3)
Discussion questions 199(1)
References 200(36)
Index 236
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